Good design reshapes constraints: activating strategy by giving it form

Curiosity is an essential design skill.

We’re moving beyond an era where designers were primarily tastemakers. Increasingly, designers are being asked to shape strategy, influence systems, and contribute directly to outcomes. That shift demands fluency across disciplines, comfort with ambiguity, and a willingness to engage with the work beneath the surface, not just the delivery of artifacts.

Over time, I’ve found that the work I’m most drawn to happens in exploration: looking across projects, identifying patterns, and designing systems, teams, and workflows that help organizations operate more effectively.

I’m especially interested in the space where disciplines overlap. In particular, I’ve paid close attention to the differences between agency and product environments and to the opportunities that emerge when design and engineering collaborate earlier, with shared ownership of outcomes.

To work effectively in that space, I’ve invested in understanding constraints firsthand—continually learning how to reason about systems, anticipate tradeoffs, and help shape work collaboratively. I believe some of the most important design work happens behind the screen, where decisions are made that allow design to mature beyond the initial splash at launch.

This reflects how I approach design overall: not as an end state, but as a means of reshaping constraints and giving strategy form so it can drive meaningful action.